Talking to the top: feedback strategies for CEOs

By Elaine Varelas, 8/7/2006

What sets a top-performing CEO apart from the rest of the pack? Is it strategic thinking? Education? A tough work ethic? No! No! No! With maybe a handful of exceptions, all high-level executives are intelligent, educated, hard-working individuals. So why are some CEOs and their organizations cruising down the highway to success, while many of their colleagues lay wrecked on the side of the road?

One thing separates successful CEOs from those who crash and burn: top performers have built-in mechanisms for receiving feedback about their management styles - and they do something with that information.

Many CEOs don't want to hear criticism from employees or peers. Their business savvy got them into the C-suite in the first place, why not just continue to trust those instincts? Plus, isn't one of the perks of being THE boss not having to hear anything negative from employees?

In general, company leaders are exceptional at course-shifting in response to a business issue. They anticipate swings in the marketplace and change course to respond to a business need or crisis. They see the importance of being flexible in running the organization and how that flexibility can positively impact the bottom line. Unfortunately, they don't always see the value of shifting course in their management styles-if it ain't broke, don't fix it.

One of the most critical duties an HR manager has is getting CEOs and other company leaders to see the connection between receiving feedback - both good and bad - and how it can directly impact business results. Constructive feedback is closely linked to outcome and performance. It is not just about providing a forum for employees to gripe for the sake of griping, or to make the executive look weak or foolish. It is an effective way to see where the CEO is getting stuck in his or her management style and figuring out how to move beyond it.

HR managers must also prepare CEOs to hear the feedback. Asking leaders to receive potential criticism can put them in a vulnerable position that doesn't always sit well with executive-sized egos. While it may be difficult to hear criticism, executives should welcome the open dialogue to find out what isn't working and fix what's wrong. They also can't retaliate against employees when they hear negative feedback. Nothing will silence employees faster than seeing a colleague get demoted or fired after sharing honest comments with the boss.

Once they have demonstrated the value of feedback, HR managers need to look at which techniques lead to the most expressive and comprehensive input gathering. This involves looking at the CEO, the organization, and its culture. An HR manager needs to diagnose the issues, taking into account the nuance and complexity of the organization, and come up with the best options for feedback.

Here are some approaches that HR managers might use:

• The 360 Degree Assessment -This is a formal tool where extensive, confidential feedback is gathered from superiors (if any), board members, peers, and direct reports. It usually works best when there are at least 12-16 respondents. It may not be the best tool for a company with a small management team because the pool of responses would be too small, and confidentiality would be hard to preserve.
• Small Group Feedback Sessions - This is a less formal gathering where employees share thoughts and opinions with the CEO face-to-face. It is usually most valuable if a cross-section of the organization is represented.
• Executive Advisory Board - A CEO may find it useful to form an advisory board of fellow CEOs or senior executives from other companies. This board obviously can't speak to the specifics of the organization, but the members can share information and experience, and offer advice.
• "Ask the CEO" - Another feedback technique is asking employees to submit anonymous questions for the CEO to answer. Employees can do so via a suggestion box or by e-mail. Since the process is confidential, employees may be more willing to bring up difficult subjects. And the CEO has a chance to promote an open dialogue with staff about pressing issues.

Of course, collecting input is only half the battle. Once feedback is compiled, HR managers must help company leaders utilize the information gathered to make improvements and changes to their management styles.

Implementing a CEO feedback process presents a great opportunity for HR managers - and can put them in the position of role model. They can be the first to give the CEO constructive feedback (or even just a simple heads-up), and help him or her realize that feedback can be constructive. HR managers can also show employees that they can share their opinions without repercussions. While it may seem risky for HR managers to be the messengers, it can help advance their careers. By being first to offer feedback to the CEO and to demonstrate its value, they can prove that they are indispensable members of the management team.

Elaine Varelas is Managing Partner of Business Development at Keystone Partners, a career management firm headquartered in Boston, and has over 20 years of career development and HR experience. She also serves on the board of directors for Career Partners International, the world's largest career management partnership. E-mail her at .